Ebook pdf marketing research 6th edition by barbara.larson163

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Daniel Nunan

David

Naresh

Applied Insight

Marketing Research

F. Birks

Edition

K. Malhotra Sixth

Contents Preface xiii Publisher’s acknowledgements xiv About the authors xviii 1 Introduction to marketing research and insight 1 Objectives 2 Overview 2 What does ‘marketing research’ mean? 3 Marketing research in context 6 Definition of marketing research 6 The global marketing research industry 14 Justifying the investment in marketing research 17 The future – addressing the marketing research skills gap 19 Summary 22 Questions 23 Exercises 24 Notes 24 2 Defining the research problem and developing a research approach 26 Objectives 27 Overview 27 Importance of defining the research problem 28 The marketing research brief 29 Components of the marketing research brief 30 The marketing research proposal 33 The process of defining the problem and developing a research approach 36 Environmental context of the problem 38 Discussions with decision makers 38 Interviews with industry experts 40 Initial secondary data analyses 41 Marketing decision problem and marketing research problem 42 Defining the marketing research problem 45 Components of the research approach 46 Objective/theoretical framework 47 Research questions 48 Hypothesis 49 Summary 49 Questions 50 Exercises 51 Notes 51 3 Research design 53 Objectives 54 Overview 54 Research design definition 55 Research design from the decision makers’ perspective 56 Research design from the participants’ perspective 57 Research design classification 63 Descriptive research 67 Causal research 73 Relationships between exploratory, descriptive and causal research 74 Potential sources of error in research designs 76 Summary 79 Questions 80 Exercises 80 Notes 81

analysis 84 Objectives 85 Overview 85 Defining primary data, secondary data and marketing intelligence 86 Advantages and uses of secondary data 88 Disadvantages of secondary data 89 Criteria for evaluating secondary data 89 Classification of secondary data 93 Published external secondary sources 94 Databases 98 Classification of online databases 98 Syndicated sources of secondary data 100 Syndicated data from households 103

4 Secondary data collection and

viii Marketing Research Syndicated data from institutions 109 Summary 111 Questions 111 Exercises 112 Notes 113 5 Internal secondary data and analytics 115 Objectives 116 Overview 116 Internal secondary data 119 Geodemographic data analyses 122 Customer relationship management 126 Big data 128 Web analytics 129 Linking different types of data 133 Summary 137 Questions 138 Exercises 138 Notes 139 6 Qualitative research: its nature and approaches 141 Objectives 142 Overview 142 Primary data: qualitative versus quantitative research 144 Rationale for using qualitative research 146 Philosophy and qualitative research 149 Ethnographic research 156 Grounded theory 162 Action research 165 Summary 168 Questions 170 Exercises 170 Notes 171 7 Qualitative research: focus group discussions 173 Objectives 174 Overview 174 Classifying qualitative research techniques 176 Focus group discussion 177 Planning and conducting focus groups 182 The moderator 187 Other variations of focus groups 188 Other types of qualitative group discussions 189 Misconceptions about focus groups 190 Online focus groups 192 Advantages of online focus groups 194 Disadvantages of online focus groups 195 Summary 196 Questions 197 Exercises 198 Notes 199 8 Qualitative research: in-depth interviewing and projective techniques 201 Objectives 202 Overview 202 In-depth interviews 203 Projective techniques 215 Comparison between qualitative techniques 221 Summary 222 Questions 223 Exercises 223 Notes 224 9 Qualitative research: data analysis 227 Objectives 228 Overview 228 The qualitative researcher 229 The process of qualitative data analysis 233 Grounded theory 245 Content analysis 248 Semiotics 250 Qualitative data analysis software 253 Summary 256 Questions 257 Exercises 257 Notes 258 10 Survey and quantitative observation techniques 261 Objectives 262 Overview 262 Survey methods 263 Online surveys 265 Telephone surveys 269 Face-to-face surveys 270 A comparative evaluation of survey methods 273 Other survey methods 282 Mixed-mode surveys 283 Observation techniques 283 Observation techniques classified by mode of administration 286 A comparative evaluation of the observation techniques 289 Advantages and disadvantages of observation techniques 290 Summary 291 Questions 291 Exercises 292 Notes 293

ix Contents 11 Causal research design: experimentation 296 Objectives 297 Overview 297 Concept of causality 298 Conditions for causality 299 Definitions and concepts 302 Definition of symbols 304 Validity in experimentation 304 Extraneous variables 305 Controlling extraneous variables 307 A classification of experimental designs 309 Pre-experimental designs 310 True experimental designs 311 Quasi-experimental designs 312 Statistical designs 314 Laboratory versus field experiments 317 Experimental versus non-experimental designs 319 Application: test marketing 320 Summary 322 Questions 323 Exercises 324 Notes 324 12 Measurement and scaling: fundamentals, comparative and non-comparative scaling 327 Objectives 328 Overview 328 Measurement and scaling 329 Scale characteristics and levels of measurement 330 Primary scales of measurement 331 A comparison of scaling techniques 336 Comparative scaling techniques 337 Non-comparative scaling techniques 341 Itemised rating scales 343 Itemised rating scale decisions 346 Multi-item scales 350 Scale evaluation 352 Choosing a scaling technique 357 Mathematically derived scales 358 Summary 358 Questions 359 Exercises 360 Notes 361 13 Questionnaire design 365 Objectives 366 Overview 366 Questionnaire definition 368 Questionnaire design process 369 Specify the information needed 372 Specify the type of interviewing method 373 Determine the content of individual questions 374 Overcoming the participant’s inability and unwillingness to answer 375 Choose question structure 379 Choose question wording 383 Arrange the questions in proper order 388 Identify the form and layout 390 Reproduce the questionnaire 391 Eliminate problems by pilot-testing 392 Summarising the questionnaire design process 394 Designing surveys across cultures and countries 396 Summary 397 Questions 398 Exercises 399 Notes 399 14 Sampling: design and procedures 403 Objectives 404 Overview 404 Sample or census 406 The sampling design process 407 A classification of sampling techniques 412 Non-probability sampling techniques 413 Probability sampling techniques 418 Choosing non-probability versus probability sampling 426 Summary of sampling techniques 427 Issues in sampling across countries and cultures 429 Summary 430 Questions 431 Exercises 432 Notes 432 15 Sampling: determining sample size 435 Objectives 436 Overview 436 Definitions and symbols 438 The sampling distribution 439 Statistical approaches to determining sample size 440 The confidence interval approach 441 Multiple characteristics and parameters 447 Other probability sampling techniques 447 Adjusting the statistically determined sample size 448 Calculation of response rates 449 Non-response issues in sampling 450 Summary 457 Questions 457 Exercises 458 Notes 458

x Marketing Research 16 Survey fieldwork 461 Objectives 462 Overview 462 The nature of survey fieldwork 464 Survey fieldwork and the data-collection process 465 Selecting survey fieldworkers 465 Training survey fieldworkers 466 Recording the answers 469 Supervising survey fieldworkers 471 Evaluating survey fieldworkers 472 Fieldwork and online research 473 Fieldwork across countries and cultures 475 Summary 476 Questions 477 Exercises 478 Notes 479 17 Social media research 481 Objectives 482 Overview 482 What do we mean by ‘social media’? 482 The emergence of social media research 484 Approaches to social media research 486 Accessing social media data 488 Social media research methods 490 Research with image and video data 499 Limitations of social media research 500 Summary 501 Questions 501 Exercises 502 Notes 502 18 Mobile research 505 Objectives 506 Overview 506 What is a mobile device? 506 Approaches to mobile research 508 Guidelines specific to mobile marketing research 510 Key challenges in mobile research 514 Summary 517 Questions 518 Exercises 518 Notes 518 19 Data integrity 520 Objectives 521 Overview 521 The data integrity process 522 Checking the questionnaire 523 Editing 524 Coding 525 Transcribing 531 Cleaning the data 533 Statistically adjusting the data 535 Selecting a data analysis strategy 537 Data integrity across countries and cultures 540 Practise data analysis with SPSS 541 Summary 544 Questions 544 Exercises 545 Notes 546 20 Frequency distribution, crosstabulation and hypothesis testing 548 Objectives 549 Overview 549 Frequency distribution 552 Statistics associated with frequency distribution 554 A general procedure for hypothesis testing 557 Cross-tabulations 562 Statistics associated with cross-tabulation 568 Hypothesis testing related to differences 572 Parametric tests 574 Non-parametric tests 580 Practise data analysis with SPSS 585 Summary 588 Questions 588 Exercises 589 Notes 590 21 Analysis of variance and covariance 593 Objectives 594 Overview 594 Relationship among techniques 596 One-way ANOVA 597 Statistics associated with one-way ANOVA 598 Conducting one-way ANOVA 598 Illustrative applications of one-way ANOVA 602 n-way ANOVA 606 Analysis of covariance (ANCOVA) 611 Issues in interpretation 612 Repeated measures ANOVA 614 Non-metric ANOVA 616 Multivariate ANOVA 616 Practise data analysis with SPSS 617 Summary 618 Questions 619 Exercises 619 Notes 622 22 Correlation and regression 624 Objectives 625 Overview 625 Product moment correlation 626

xi Contents Partial correlation 630 Non-metric correlation 632 Regression analysis 633 Bivariate regression 633 Statistics associated with bivariate regression analysis 634 Conducting bivariate regression analysis 634 Multiple regression 643 Statistics associated with multiple regression 644 Conducting multiple regression analysis 645 Multicollinearity 653 Relative importance of predictors 654 Cross-validation 654 Regression with dummy variables 655 Analysis of variance and covariance with regression 656 Practise data analysis with SPSS 657 Summary 658 Questions 659 Exercises 659 Notes 662 23 Discriminant and logit analysis 665 Objectives 666 Overview 666 Basic concept of discriminant analysis 667 Relationship of discriminant and logit analysis to ANOVA and regression 668 Discriminant analysis model 668 Statistics associated with discriminant analysis 669 Conducting discriminant analysis 670 Conducting multiple discriminant analysis 680 Stepwise discriminant analysis 688 The logit model 688 Conducting binary logit analysis 688 Practise data analysis with SPSS 694 Summary 695 Questions 696 Exercises 697 Notes 697 24 Factor analysis 699 Objectives 700 Overview 700 Basic concept 701 Factor analysis model 702 Statistics associated with factor analysis 703 Conducting factor analysis 704 Applications of common factor analysis 716 Practise data analysis with SPSS 721 Summary 722 Questions 723 Exercises 723 Notes 725 25 Cluster analysis 727 Objectives 728 Overview 728 Basic concept 729 Statistics associated with cluster analysis 731 Conducting cluster analysis 731 Applications of non-hierarchical clustering 742 Applications of TwoStep clustering 744 Clustering variables 746 Practise data analysis with SPSS 749 Summary 750 Questions 751 Exercises 751 Notes 752 26 Multidimensional scaling and conjoint analysis 754 Objectives 755 Overview 755 Basic concepts in MDS 757 Statistics and terms associated with MDS 757 Conducting MDS 758 Assumptions and limitations of MDS 765 Scaling preference data 765 Correspondence analysis 767 Relationship among MDS, factor analysis and discriminant analysis 768 Basic concepts in conjoint analysis 768 Statistics and terms associated with conjoint analysis 769 Conducting conjoint analysis 770 Assumptions and limitations of conjoint analysis 778 Hybrid conjoint analysis 778 Practise data analysis with SPSS 780 Summary 781 Questions 782 Exercises 782 Notes 783 27 Structural equation modelling and path analysis 787 Objectives 788 Overview 788 Basic concepts in SEM 789 Statistics and terms associated with SEM 790 Foundations of SEM 792 Conducting SEM 794 Higher-order CFA 805 Relationship of SEM to other multivariate techniques 806 Application of SEM: first-order factor model 806 Application of SEM: second-order factor model 809 Path analysis 815

Supporting

xii Marketing Research

Visit www.go.pearson.com/uk/he/resources to find valuable online resources such as Instructor’s Manual and PowerPoints For more information please contact your local Pearson Education sales representative or visit www.go.pearson.com/uk/he/resources Software to support SEM 818 Summary 818 Questions 820 Exercises 820 Notes 821

Communicating research findings 823 Objectives 824 Overview 824 Why does communication of research findings matter? 825 Importance of the report and presentation 827 Preparation and presentation process 828 Report preparation 829 Guidelines for graphs 834 Report distribution 836 Digital dashboards 837 Infographics 838 Oral presentation 839 Research follow-up 840 Summary 841 Questions 842 Exercises 843 Notes 843 29 Business-to-business (b2b) marketing research 845 Objectives 846 Overview 846 What is b2b marketing and why is it important? 848 The distinction between b2b and consumer marketing 848 Concepts underlying b2b marketing research 849 Implications of the differences between business and consumer purchases for researchers 852 The growth of competitive intelligence 864 The future of b2b marketing research 867 Summary 868 Questions 868 Exercises 869 Notes 869 30 Research ethics, privacy and trust 871 Objectives 872 Overview 872 Ethics in marketing research 874 Professional ethics codes 874 Ethics in the research process 878 Ethics in data collection 880 Data analysis 887 Ethical communication of research findings 888 Key issues in research ethics: informed consent 889 Key issues in research ethics: maintaining respondent trust 891 Key issues in research ethics: anonymity and privacy 892 Key issues in research ethics: sugging and frugging 895 Summary 896 Questions 896 Exercises 897 Notes 897 Glossary 899 Subject Index 917 Name Index 946 Index of Organisations 948

resources

Preface

What’s new in this edition?

Working as a marketing researcher remains an intellectually stimulating, creative and rewarding career. Marketing research is a huge and growing industry at the forefront of innovation in many sectors of the economy. However, few industries can have been presented with as many challenges and opportunities as those faced by marketing research due to the growing amounts of data generated by modern technology.

Founded upon the enormously successful US edition, and building upon the previous five European editions, the sixth edition of this book seeks to maintain its position as the leading marketing research text, focused on the key challenges facing marketing research in a European context. As with previous editions, this aims to be comprehensive, authoritative and applied. As a result, the book covers all the topics in previous editions while including updates that reflect the changes and challenges that have impacted the marketing research sector since the fifth edition was published. This includes the impact of new technologies, the growth of ‘insight’ and the shifting role of research ethics, for example, through considering the impact of GDPR. This edition has been significantly updated, with new content, updated cases studies and a major focus on the issues and methods generated by new technologies.

Integrated learning package

If you take advantage of the following special features, you should find this text engaging, thought provoking and even fun:

1 Balanced orientation. This book contains a blend of scholarship and a highly applied and managerial orientation, showing how researchers apply concepts

and techniques and how managers use their findings to improve marketing practice. In each chapter, we discuss real marketing research challenges to support a great breadth of marketing decisions.

2 Real-life examples. Real-life examples (‘Real research’ boxes) describe the kind of marketing research that companies use to address specific managerial problems and how they implement research to great effect.

3 Hands-on approach. You will find more real-life scenarios and exercises in every chapter. The end-ofchapter exercises challenge you to research online and role play as a researcher and a marketing manager. You can tackle real-life marketing situations in which you assume the role of a consultant and recommend research and marketing management decisions.

4 International focus. Reflecting the increasingly globalised nature of marketing research, the book contains examples and cases from around the world and embeds key cross-cultural issues within the wider discussion of research techniques and methods.

5 Contemporary focus. We apply marketing research to current challenges, such as customer value, experiential marketing, satisfaction, loyalty, customer equity, brand equity and management, innovation, entrepreneurship, relationship marketing, creativity and design and socially responsible marketing.

6 Instructor’s manual. The Instructor’s manual is very closely tied to the text, but is not prescriptive in how the material should be handled in the classroom. The manual offers teaching suggestions, answers to endof-chapter questions, discussion points. The manual includes PowerPoint slides, incorporating key figures and tables.

Publisher’s acknowledgements

Text credits:

3 Hachette Livre: Isaacson, Walter. ‘Steve Jobs: The Exclusive Biography’, Hachette UK, 2011; 7 ESOMAR: ESOMAR, ‘Market Research Explained’, https://www.esomar.org/knowledge-and-standards/ market-research-explained.php, explained accessed 4 May 2016; 7 American Marketing Association: ‘AMA Definition of Marketing’, https://www.ama.org/AboutAMA/Pages/Definition-of-Marketing.aspx, accessed 4 May 2016; 8 ESOMAR: Renkema, R. and Zwikker, C., ‘Development of a new brand concept’, ESOMAR Consumer Insights Conference (March 2003); 8 Diageo: www.diageo.com; 13 WARC: Teaching Chefs to Go Whole Hog for Prosciutto di Parma, Sabre Awards, 2019, Corporate/B2b category, In2; 17 ESOMAR: ESOMAR, ‘Global Market Research’, ESOMAR Industry Report (2018), 44; 18 Cengage Learning: Lury, G., Market research cannot cover for the “vision thing”’, Marketing, 9 November 2000, Questia, p 34; 18 McGraw-Hill Education: Lehmann, D.R., Market Research and Analysis, 3rd edn. (Homewood, IL: Irwin, 1994) p 14; 37 Taina Mecklin: Taina Mecklin, Research Manager, MTV; 37 Erja Ruohomaa: Erja Ruohomaa, Head of Audience Research; 37 Jukka Tolvanen: Jukka Tolvanen, Research International’s managing director; 41 Penguin Random House: Rapaille, C., The Culture Code: An Ingenious Way to Understand Why People Around the World Buy and Live as They Do. (Portland, OR: Broadway Books, 2007); 41 Oxford University Press: Kakar, S., The Inner World: A Psycho-analytical Study of Hindu Childhood and Society. (Oxford: Oxford University Press, 2008); 47 Hachette Livre: Ekman, P., Emotions Revealed Understanding Faces and Feelings. (London: Phoenix, 2003); 61 Centaur Media plc: Clegg, A. ‘What do you really think?’, Marketing Week, (25 November 2004), p.34; 62 Marc Gobé: Marc Gobé, CEO of Desgrippes Gobé Group; 62 ESOMAR: Arnal, L. and Holquin, R., (2007) ‘Taxis, vans and subways: capturing insights while commuting’, ESOMAR Qualitative Research, Paris (November 2007); 98 Emerald Group Publishing: Arch, X., ‘Electronic Resources & Libraries, 2nd Annual Conference 2007: Another Perspective’, Library Hi Tech News, Vol. 24 No. 9/10, 2007, pp. 4–17.

https://doi.org/10.1108/07419050710874214; 103 Moray Maclennan: Moray Maclennan, IPA President; 117 Forbes Media LLC: Dans, Enrique. (2018) How Analytics Has Given Netflix The Edge Over Hollywood, May 27, 2018, Forbes Media LLC; 127 ESOMAR: Oktar, S., ‘Integrating decision making and marketing intelligence’, ESOMAR Technovate Conference, Cannes (January 2003); 127 ESOMAR: ICC/ ESOMAR International Code on Market and Social Research (December 2007), 4; 127 ESOMAR: ESOMAR, ‘Global Market Research’, ESOMAR Industry Report (2010), 48–9; 128 IBM: IBM, ‘What is big data?’ Available at: http://www.01.ibm.com/software/data/bigdata/what-is-big-data.html, accessed 1 April 2016; 135 Dimitri Maex: Dimitri Maex, President of OgilvyOne New York; 147 Anne Kirah: Anne Kirah, Microsoft’s chief design anthropologist; 149 The Market Research Society: Tasgal, A., ‘“All because …”: From command and control to cascades and contexts”, Market Research Society, Annual Conference, (2005); 151 SAGE Publications: Goodyear, M., ‘Divided by a common language: Diversity and deception in the world of global marketing’, Journal of the Market Research Society 38 (2) (April 1996), 105; 158 The Market Research Society: Bilgram, V., Bartl, M. and Biel, S., ‘Successful consumer co-creation: The case of Nivea Body Care’, Market Research Society, Annual Conference, (2010); 159 The Market Research Society: Mariampolski, H., ‘The power of ethnography’, Journal of the Market Research Society 41 (1), (January 1999); 160, 188 SAGE Publications: Mariampolski, H., Qualitative Marketing Research: A Comprehensive Guide. (Thousand Oaks, CA: Sage, 2001); 162 Taylor & Francis Group: Glaser, B. and Strauss, A., The Discovery of Grounded Theory. (Chicago: Aldine, 1967); 162 University of Chicago Press: Strauss, A., Fagerhaugh, S., Suczek, B. and Wiener, C., The Social Organisation of Medical Work. (Chicago:

xv Publisher’s acknowledgements

University of Chicago Press, 1985); 186–187 Centaur Media plc: Croft, M., ‘Art of the matter’, Marketing Week, (9 October 1997); 212 Emerald Group Publishing: Slater, A. (2010), ‘Understanding individual membership at heritage sites’, International Journal of Culture, Tourism and Hospitality Research, Vol. 4 No. 1, (2010) pp. 44–56. https://doi.org/10.1108/17506181011024751; 233 SAGE Publications: Coffey, A. and Atkinson, P., (1996) Making Sense of Qualitative Data: Complementary Research Strategies. (Thousand Oaks, CA: Sage, 1996); 234 Houghton Mifflin Harcourt: Spradley, J.P., The Ethnographic Interview. (New York: Holt, Rinehart & Winston, 1979); 244 WARC: Fulton Suri, J. and Gibbs Howard, S., (2006) ‘Going deeper, seeing further: Enhancing ethnographic interpretations to reveal more meaningful opportunities for design’, Journal of Advertising Research 46 (3) (September 2006), 246–50; 245 Sociology Press: Glaser, B.G., Basics of Grounded Theory Analysis: Emergence v Forcing. (Mill Valley, CA: Sociology Press, 1992); 246 Springer Nature: Böhm, A., Legewie, H. and Muhr, T., Kursus Textinterpretation: Grounded Theory (Berlin: Technische Universität, Bericht aus dem IfP Atlas, 1992), 92–3, MS; 247 SAGE Publications: Charmaz, K., ‘Qualitative interviewing and grounded theory analysis’, in Gubrium, J.F. and Holstein, J.A., Handbook of Interview Research. (Thousand Oaks, CA: Sage, 2002); 248 Taylor & Francis Group: Roberts, M. and Pettigrew, S., ‘A thematic content analysis of children’s food advertising’, International Journal of Advertising 26 (3) (2007), 357–67; 251 SAGE Publications: Adapted from the Semiotics Solutions website (www.semioticsolutions.com), in Desai, P., Methods Beyond Interviewing in Qualitative Market Research (London: Sage, 2002), 85; 252 SAGE Publications: Wardle, J., Developing Advertising With Qualitative Research. (London: Sage, 2002); 272 Centaur Media plc: Rines, S., ‘Brands fall short of their goal’, Marketing Week, (16 June 2005); 277 John Attfield: John Attfield of RMM Marketing Research International; 302 WARC: Farris, P.W., ‘Overcontrol in advertising experiments’, Journal of Advertising Research (November/December 2000), 73–8; 316 SAGE Publications: Huertas-Garcia, R. and Consolación-Segura, C., ‘Using statistical design experiment methodologies to identify customers’ needs’, International Journal of Market Research 51 (1) (2009), 115–36; 327 Lord Kelvin: Lord Kelvin; 376 WARC: Fairfield, A., ‘Doing the right thing is a brand communicator’s imperative’, Admap 504 (April 2009), 32–5; 405–406 ESOMAR: Kellner, P., ‘Down with random samples’, ResearchWorld, (May 2009) p.31; 406 ESOMAR: Scheffler, H., Zelin, A. and Smith, P., ‘Down with random sampling?’, ResearchWorld (November 2007), 44–5; 429 ESOMAR: García-González, J., ‘How to avoid the pitfalls of multi-country research’, ESOMAR Latin America Conference, Buenos Aires (September 2005); 437 Taylor & Francis Group: Sung, Y., de Gregorio, F. and Jung, J. H., Non-student consumer attitudes towards product placement –implications for public policy and advertisers. International Journal of Advertising. 28. 2 (2009), 257–85 10.2501/ S0265048709200564; 449 Council of American Survey Research Organisations: Council of American Survey Research Organisations, www.casro.org; 451 ESOMAR: Havermans, J., ‘Strict rules for telemarketers may help research’, Research World (June 2004), 14; 452 SAGE Publications: Brennan, M., Benson, S. and Kearns, Z., ‘The effect of introductions on telephone survey response rates’, International Journal of Market Research 47 (1) (2005), 65–74; 456 The Market Research Society: Mouncey, P., ‘Engaging consumers (citizens) in research’, IJMR Blog. Available at: https://www.mrs.org.uk/ijmr_blog_archive/blog/1592, accessed 7 March 2017; 476 Kim Bradford Smith: Kim Bradford Smith; 484 Jack Dorsey: Jack Dorsey; 485–486 ESOMAR: Cierpicki, S., Cape, P., Lewis, A., Poynter, R. and Viera, S., ‘What does research 2.0 mean to consumers in Asia Pacific?’ ESOMAR Asia Pacific Conference, Beijing (April 2009); 487 SAGE Publications: Dahl, S., Social Media Marketing. (SAGE: London, 2014); 498 EBSCO Publishing: Swan, C., ‘Gamification: A new way to shape behavior’, Communication World 29 (3), (2012), 13–14; 498 The ICG: ‘Four types of gamification that can be used in market research’, http://theicg. co.uk/opinion/6000072/four-types-of-gamification-that-can-be-used-in-market-research, accessed 29 April 2016; 498 SAGE Publications: Bailey, P., Pritchard, G. and Kernohan, H., ‘Gamification in market research: Increasing enjoyment, participant engagement and richness of data, but what of data validity?’, International Journal of Market Research 57 (1), (2015), 17–28; 507 Adweek, LLC: Heine, C., ‘Are tablets just as “mobile” as smartphones? Market researchers say yes, but ad players think it’s controversial’, October 1, 2014, Adweek. http://www.adweek.com/ news/advertising-branding/are-tablets-just-mobile-smartphones-160457, accessed 1 May 2016; 510 SAGE Publications: Maguire, L., ‘Capturing consumption emotions in service encounters: Why immediacy matters when studying service-related emotions’, International Journal of Market Research 58 (2), (2016), 227–52; 511–512 ESOMAR: ESOMAR, ‘ESOMAR Guidelines for conducting mobile market research’ 2012, https://www.esomar. org/uploads/public/knowledge-and-standards/codes-and-guidelines/ESOMAR_Guideline-for-conducting-MobileMarket-Research.pdf, accessed 1 May 2015; 513 The Market Research Society: MRS, ‘Mobile research guidelines’ 2013, https://www.mrs.org.uk/pdf/2013-08 30%20Draft%20AMSRS%20CASRO%20MRS%20Mobile%20 Research%20Guidelines.pdf, accessed 1 May 2016; 514 ESOMAR: Tenzer, J. and Crysell, A., ‘Coming of age on screens: How Facebook explored what it’s like to grow up in today’s world’, ESOMAR Congress, Dublin

(September 2015); 533 Jamie Goldfarb: Jamie Goldfarb, Senior Researcher for Princess Cruises; 825 QuinStreet Inc.: Pearlman, E., ‘Robert I. Sutton: Making a case for evidence-based management’, (2006), CIO Insight. http:// www.cioinsight.com/c/a/Expert-Voices/Robert-I-Sutton-Making-a-Case-for-EvidenceBased-Management, accessed 3 May 2016; 826 Graphics Press LLC: Tufte, E., The Cognitive Style of PowerPoint, 2nd edn (Cheshire, CT: Graphics Press, 2006); 827 WARC: Saxton, G. and Davidson, A., ‘The business of storytelling with qualitative research’, Market Research Society: Annual Conference, (2009); 841 ABC News Internet Ventures: Aschwanden, C., ‘Not even scientists can easily explain p-values’, (2015), FiveThirtyEight. http://fivethirtyeight.com/features/ not-even-scientists-can-easily-explain-p-values/, accessed 3 May 2016; 848 Houghton Mifflin Harcourt: Dibb, S., Simkin, L., Pride, W.M. and Ferrell, O.C., Marketing: Concepts and Strategies, 4th edn (Boston: Houghton-Mifflin, 2000), 158; 848 John Wiley & Sons Inc.: Ford, D., The Business Marketing Course: Managing in Complex Networks (Chichester: Wiley, 2002); 849 SAGE Publications: Webster, F.E. Jr, ‘Management science in industrial marketing’, Journal of Marketing 42 (January 1978), 22; 849 John Wiley & Sons Inc.: Ford, D., Gadde, L.E., Hakansson, H. and Snehota, I., Managing Business Relationships, 2nd edn (Chichester: Wiley, 2003), 38; 851 Elsevier: Hakansson, H. and Snehota, I., ‘No business is an island: The network concept of business strategy’, Scandinavian Journal of Management 14 (3), (1990), 177–200; 852 SAGE Publications: Webster, F.E. Jr and Wind, Y., ‘A general model of organizational buying behaviour’, Journal of Marketing 36 (2), (1972), 12–19; 855 WARC: McPhee, N., ‘Is there a future for “real” qualitative market research interviewing in the digital age?’, ESOMAR Congress Odyssey, Athens (September 2010); 859 IAG Cargo: IAG Cargo’s mission statement; 866 The New York Times Company: Penenberg, Adam and Barry, Marc. (2000), The Pizza Plot, December 3, 2000, The New York Times Company; 872 Ray Poynter: Poynter, R., ‘It’s time for market research to join the 21st Century’, personal blog, available at: http:// raypoynter.com/it%E2%80%99s-time-for-market-research-to-join-21st-century/, accessed 3 May 2016; 873 Saul McLeod: McLeod, S., . The Milgram shock experiment. accessed 3 May 2016, Simply Psychology. https://www. simplypsychology.org/milgram.html; 875 The Market Research Society: MRS Code of Conduct 2009; 875 ESOMAR: ESOMAR Codes & Guidelines 2019; 876 ESOMAR: ‘ESOMAR Financial Report 2014’, https://www. esomar.org/about-esomar/financial.php, accessed 3 May 2016; 876 ESOMAR: ESOMAR News, ‘It’s here: What the new EU Data Protection law means for market research’, December 18, 2015, ESOMAR . https://www.esomar. org/utilities/news-multimedia/news.php?idnews=195, accessed 3 May 2016; 887, 889 The Market Research Society: MRS Code of Conduct 2014; 890 Facebook, Inc.: Facebook’s terms and policies; 890 Twitter, Inc.: Twitter’s privacy policies; 890 Microsoft Corporation: LinkedIn privacy policies; 890 Pinterest, Inc.: Pinterest’s Business Terms of Service; 891 Amazon, Inc.: Amazon.com, Inc.; 892 SAGE Publications: Griffiths, J., ‘Viewpoint –MR confidential: Anonymity in market research’, International Journal of Market Research Vol. 50 Issue 6 (2008), 717–18; 896 The Market Research Society: The Market Research Society’s website, https://www.mrs.org.uk/.

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Marketing Research

327 Shutterstock: Robnroll/Shutterstock; 333 Shutterstock: Kzenon/Shutterstock; 343 Shutterstock: Zimmytws/ Shutterstock; 355 Shutterstock: Bloomicon/Shutterstock; 365 Shutterstock: KRie/Shutterstock; 376 Shutterstock: Shutterstock; 382 Shutterstock: JohnKwan/Shutterstock; 392 Shutterstock: Fasttailwind/Shutterstock; 403 Shutterstock: Vlue/Shutterstock; 420 Shutterstock: Ivosar/Shutterstock; 421 Pearson Education Ltd: Cheuk-king Lo/Pearson Education; 425 Shutterstock: Arek_malang/Shutterstock; 435 Shutterstock: Alexskopje/Shutterstock; 437 Shutterstock: Andrey_Popov/Shutterstock; 449 Shutterstock: 4634093993/Shutterstock; 452 Shutterstock: M. Schuppich/Shutterstock; 461 Shutterstock: Pixsooz/Shutterstock; 471 Shutterstock: Loannis Pantzi/Shutterstock; 474 Shutterstock: Rido/Shutterstock; 476 Shutterstock: Simon_g/Shutterstock; 481 123RF: Cathy Yeulet/123RF; 485 Shutterstock: Wachiwit/Shutterstock; 487 Shutterstock: Fasttailwind/Shutterstock; 491 123RF: Stas11/123RF; 505 123RF: Andriy Popov/123RF; 508 123RF: Siuwing/123RF; 511 Shutterstock: Angela Waye/Shutterstock; 517 123RF: dolgachov/123RF; 520 Shutterstock: William Perugini/Shutterstock; 525 Shutterstock: Gergo Orban/ Shutterstock; 533 Shutterstock: NAN728/Shutterstock; 536 Shutterstock: Olivier Le Queinec/Shutterstock; 548 123RF: vizafoto/123RF; 549 Shutterstock: Zimmytws/Shutterstock; 565 Shutterstock: Aastock/Shutterstock; 577 Pearson Education Ltd: Debbie Rowe/Pearson Education; 593 Shutterstock: Denis Pepin/Shutterstock; 594 Shutterstock: Vladimir Wrangel/Shutterstock; 601 Shutterstock: Kzenon/Shutterstock; 609 Shutterstock: FotoDuets/Shutterstock; 624 Shutterstock: pogonici/Shutterstock; 625 Alamy Stock Photo: Lou Linwei/Alamy Stock Photo; 643 Shutterstock: iconspro/Shutterstock; 651 Shutterstock: Jannarong/Shutterstock; 665 123RF: sirylok/123RF; 672 Shutterstock: Sinisa Botas/Shutterstock; 677 Shutterstock: CandyBox Images/Shutterstock; 686 Pearson Education Ltd: Sian Bradfield/Pearson Education; 699 Shutterstock: LANBO/Shutterstock; 706 Shutterstock: Kkulikov/Shutterstock; 718 Shutterstock: Bikeworldtravel/Shutterstock; 720 Pearson Education Ltd: Studio 8/Pearson Education; 727 123RF: almoond/123RF; 728 Shutterstock: Johan Swanepoel/ Shutterstock; 744 Shutterstock: Doug Stevens/Shutterstock; 747 Shutterstock: Gunnar Pippel/Shutterstock; 754 Shutterstock: trendywest/Shutterstock; 756 Shutterstock: igor.stevanovic/Shutterstock; 771 Shutterstock: Michael J Zittel/Shutterstock; 779 Shutterstock: Catalin Petolea/Shutterstock; 787 Shutterstock: alphaspirit/Shutterstock; 788 Pearson Education Ltd: Naki Kouyioumtzis/Pearson Education; 801 Shutterstock: Mark Herreid/Shutterstock; 810 Shutterstock: ariadna de raadt/Shutterstock; 823 Shutterstock: Tyler Olson/Shutterstock; 828 Shutterstock: Tan Kian Khoon/Shutterstock; 834 Shutterstock: Roger Asbury/Shutterstock; 839 Shutterstock: Tyler Olson/ Shutterstock; 845 123RF: Nataliya Hora/123RF; 850 Shutterstock: kubais/Shutterstock; 857 Shutterstock: Shutterstock; 860 123RF: Stephen Clarke/123RF; 871 Shutterstock: Icatnews/Shutterstock; 876 Shutterstock: Vector Plus Image/Shutterstock; 880 123RF: Wbraga/123RF; 892 Shutterstock: Tyler Olson/Shutterstock; 894 123RF: fabio formaggio/123RF.

xvii

Publisher’s acknowledgements

About the authors

Dr Daniel Nunan is Reader in Marketing and Head of the Department of Marketing in the Faculty of Business & Law at the University of Portsmouth. Previously, he was a member of faculty at Birkbeck, University of London and Henley Business School, University of Reading and also held visiting positions at Kings College London and Cranfield School of Management. Since 2019, Dan has served as an Editor in Chief of the International Journal of Market Research. His work has been published in leading journals including the Journal of Management Studies, Journal of Business Ethics, Journal of Public Policy & Marketing, European Journal of Management, Journal of Small Business Management and Industrial Marketing Management, New Technology, Work and Employment, and the Journal of Marketing Management. Dan is a Fellow of the Higher Education Academy and the Royal Statistical Society. He has twice been nominated for the MRS Silver Medal and won the 2012 MRS Award for Innovation in Research Methodology. Prior to his academic career Dan held a number of senior commercial roles in the financial services and technology sectors.

Professor David F. Birks is Emeritus Professor of Marketing at the University of Winchester. Previously he served as Dean of the Faculty of Business, Law and Sport and Director of Winchester Business School. Prior to working at Winchester, David worked at the Universities of Southampton, Bath and Strathclyde. David has over 30 years’ experience in universities, primarily working on postgraduate research, marketing, management and design programmes. David is a committee member of the Association for Survey Computing (ASC), the world’s leading society for the advancement of knowledge in software and technology for research surveys and statistics. He has continued to practise marketing research throughout his university career, managing projects in financial institutions, retailers, local authorities and charities.

Dr Naresh K. Malhotra is Senior Fellow, Georgia Tech CIBER and Regents’ Professor Emeritus, Scheller College of Business, Georgia Institute of Technology, USA. He has published more than 135 papers in major refereed journals, including the Journal of Marketing Research, Journal of Consumer Research, Marketing Science, Management Science, Journal of Marketing, Journal of Academy of Marketing Science, Journal of Retailing, Journal of Health Care Marketing and leading journals in statistics, management science, information systems and psychology. He was Chairman, Academy of Marketing Science Foundation, 1996–1998, and was President, Academy of Marketing Science, 1994–1996 and Chairman, Board of Governors, 1990–1992. He is a Distinguished Fellow of the Academy and Fellow of the Decision Sciences Institute. He is the founding Editor of Review of Marketing Research and served as an Associate Editor of Decision Sciences for 18 years. His book entitled Marketing Research: An Applied Orientation has been translated into eight languages and is being used in over 100 countries. Dr Malhotra has consulted for business, non-profit and government organisations in the USA and abroad and has served as an expert witness in legal and regulatory proceedings. He is the winner of numerous awards and honours for research, teaching and service to the profession.

Introduction to marketing research and insight 1

Stage 1

Problem definition

Stage 2

Research approach developed

Stage 3

Research design developed

Stage 4

Fieldwork or data collection

Stage 5

Data integrity and analysis

Stage 6

Communicating research findings

Marketing

research

supports decision making through collecting, analysing and interpreting information to identify and solve marketing problems.

Source: PureSolution/Shutterstock

Objectives

After reading this chapter, you should be able to:

1 understand the nature and scope of marketing research and its role in supporting marketing decisions;

2 describe a conceptual framework for conducting marketing research, as well as the steps in the marketing research process;

3 distinguish between problem-identification and problem-solving marketing research;

4 appreciate the impact that technology is having on the marketing research industry;

5 understand the types and roles of research suppliers, including internal and external, full-service and limited-service suppliers;

6 appreciate the skills that researchers will need to succeed in the future world of marketing research.

Overview

When you hear the term marketing research what activities come to mind? People with clipboards stopping you on the street to ask for your opinion? Reading the results of a political opinion poll in the news? An email asking you to complete a customer satisfaction survey from a restaurant you have visited? All of these activities represent traditional types of marketing research activities, but they don’t even begin to capture the range and breadth of activities that encompass marketing research today. At its core, marketing research is about using research techniques to generate insights about consumers that support the marketing decisionmaking process. Marketing research plays a key role in contemporary business success. For companies who fail to understand their customers the consequences are serious. Recent studies have shown that the most common reason that new businesses fail is a lack of ‘product-market fit’. 1 In other words, through having failed to understand the market they are addressing, the companies have developed a product or service for which there was insufficient demand.

In this chapter, we introduce the concept of marketing research, emphasising its key role in supporting marketing decision making. We discuss formal definitions of marketing research and show how these link to a six-stage description of the marketing research process. This description is extended to illustrate many of the interconnected activities in the marketing research process. We then subdivide marketing research into two areas: problem-identification and problem-solving research. Finally, an overview of the global marketing research sector is provided, including details of expenditure and key research firms.

The marketing research sector (also known as the market research or insight sector – we cover the different use of these terms later in this chapter) is going through a huge period of change. Much of this change derives from adoption of new technologies. The growth in internet-based communication, the shift to mobile computing and the emergence of ‘big data’ have raised questions over whether traditional research techniques still work. However, technology is not the only source of change. It is getting more difficult to persuade people to take part in research, due to concerns over personal data and ‘survey fatigue’ driven by an over-use of surveys. However, change also brings opportunity. There is a huge innovation in research techniques including those carried out through social media research, research based on images and video and the emergence of automated research driven by AI (artificial intelligence). Above all, with organisations being awash with data, the need for researchers skilled in being able to turn these data into useful – and actionable – insight has become a valued skill.

2 Marketing Research

What does ‘marketing research’ mean?

The term ‘marketing research’ is broad in meaning and application. This breadth will be explored and illustrated throughout this chapter. What will become apparent is that it is related to supporting marketing decision making in many traditional and new ways. The following examples illustrate some of the different contexts in which marketing research can be applied.

Real research Identifying a market for e-bike

Evans Cycles, a leading bicycle retailer, wanted to take advantage of the potential for the emerging market for electric bicycles. An electric bicycle, or e-bike, is a bicycle with a small built-in electric motor. Whilst the rider still needs to pedal, the motor provides assistance to reduce the effort required to cycle, particularly uphill. The challenge was identifying a market for this application of new technology to a familiar product.2

To address this marketing problem Evans Cycles first used data from consumer-focused strategy tool Hitwise AudienceView to identify potential audiences. Following this, online qualitative research was carried out identifying the potential market for e-bikes as being men over 35. Within this two potential consumer needs were identified: people wanting to keep riding as they got older, and commuters wanting a way to have a healthy way to get to work without the physical effort of normal cycling. These insights were used to develop an online video campaign that resulted in widespread coverage and an ROI (return on investment) of nearly 800%.3

Real research Market Research at Apple

Steve Jobs, Apple CEO and founder, was one of the most influential business leaders of modern times. Through innovations such as the iPhone and iPad he grew Apple from a struggling computer maker to become the world’s most highly valued company. He was also renowned for claiming that market research was not effective at Apple. He was famously quoted as saying:

Some people say, ‘Give the customers what they want.’ But that’s not my approach. Our job is to figure out what they’re going to want before they do. I think Henry Ford once said, ‘If I’d asked customers what they wanted, they would have told me, “A faster horse!”’ People don’t know what they want until you show it to them. That’s why I never rely on market research. Our task is to read things that are not yet on the page.4

Many people will use this quote from Steve Jobs when criticising market research. However, it doesn’t quite tell the whole story. Information that came to light after Steve Jobs’ death found that Apple carried out a lot of market research to better understand what customers thought about both its products and competitors.5 As it turns out, what Steve Jobs was talking about was the role of focus groups in developing completely new and innovative products, such as the iPhone, where a customer lacks knowledge of what the product can actually do.

3 Chapter 1 Introduction to marketing research and insight

Source: dennizn/Alamy Stock Photo

Real research Customer service on London buses

Source: Tonobalaguer/123RF

London’s bus network is one of the world’s largest, carrying more than 6.5 million passengers each day using a fleet of over 8,600 (mostly red) buses. The network is overseen by Transport for London (TfL) and keeping so many customers happy is not an easy job. TfL relies on research to make sure it understands the customer experience. TfL realised that, despite major investment, thousands of customers were contacting it each month to complain about the service received. Working with agency research partners, TfL was able to bring together data from a wide range of sources including complaints data, social media analysis, customer satisfaction surveys, customer experience ethnographies, driver depth interviews and observations and bus staff surveys.

Analysis of this data, particularly that of social media data, found that customers viewed their interactions with employees as nearly as important as the reliability of bus services or the range of routes offered. Many complaints were due to bus drivers not always stopping when expected or poor communication when something went wrong, such as a delay or disruption. On the other hand, analysis of employee data showed that bus drivers viewed their role as functional – simply driving the bus!

Research identified the disconnect, which was then addressed via a series of workshops to help bus drivers understand the importance of customer experience and develop customer service skills. Follow-up research six months later indicated that the workshops had significantly increased employees’ engagement with customers.6

These examples illustrate the variety of methods used to conduct marketing research, which may range from highly structured surveys with large samples to open-ended, in-depth interviews with small samples; from the collection and analysis of readily available data to the generation of ‘new’ quantitative and qualitative data; from personal face-to-face interactions to remote observations and interactions with consumers via the internet; from small local studies to large global studies. As is best highlighted by the case of Apple, marketing research techniques can’t be used to solve all business problems, but every company, even Apple, has a place for marketing research. This book will introduce you to the full complement of marketing research techniques and challenges. These examples also illustrate the crucial role played by marketing research in designing and implementing successful marketing plans. This book will introduce you to a broad range of marketing applications supported by marketing research.

The role of marketing research can be better understood in light of a basic marketing paradigm depicted in Figure 1.1. The emphasis in marketing, as illustrated in the TfL example above, is on understanding customer experiences and the delivery of satisfaction. To understand customer experiences and to implement marketing strategies and plans aimed at delivering satisfying experiences, marketing managers need information about customers, competitors and other forces in the marketplace. In recent years, many factors have increased the need for more accurate and timely information. As firms have become national and international in

4 Marketing Research

The role of marketing research within the marketing system

Macroenvironmental factors

• Economy

• Technology

• Competitors

• Legal and political

• Social and demographic

Marketing managers

• Market segmentation

• Target market selection

• Marketing programmes

• Performance and control

Controllable marketing variables

• Product

• Pricing

• Promotion

Exchange of values

• Distribution

Microenvironmental

• Family

• Peer groups

• Opinion leaders

• Consumers

• Employees

• Shareholders

• Suppliers

Time

Customer behaviour, satisfaction, loyalty

Marketing research support:

• The nature and scope of target markets

• The forces that shape the marketing system

• Evaluate marketing mix variables

• Evaluate successes and failures of marketing decisions

scope, the need for information on larger and more distant markets has increased. As consumers have become more affluent, discerning and sophisticated, marketing managers need better information on how they will respond to new products and other new experiences. As competition has become more intense, managers need information on the effectiveness of their marketing tools. As the environment is changing more rapidly, marketing managers need more timely information to cope with the impact of these changes.

Marketers make decisions about what they see as potential opportunities and problems, i.e. a process of identifying issues. They go on to devise the most effective ways to realise these opportunities and overcome problems they have identified. They do this based on a ‘vision’ of the distinct characteristics of the target markets and customer groups. From this ‘vision’ they develop, implement and control marketing programmes. This ‘vision’ of markets and subsequent marketing decisions may be complicated by the interactive effects of an array of environmental forces that shape the nature and scope of target markets. These forces also affect the marketers’ ability to deliver experiences that will satisfy their chosen target markets. Within this framework of decision making, marketing research helps the marketing manager link the marketing variables with their environment and customer groups. It helps remove some of the uncertainty by providing relevant information about marketing variables, environment and consumers.

The role of the researcher in supporting the marketing decision maker can, therefore, be summarised as helping to:

• describe the nature and scope of customer groups;

• understand the nature of forces that shape customer groups;

• understand the nature of forces that shape the marketer’s ability to satisfy targeted customer groups;

• test individual and interactive variables that shape consumer experiences;

• monitor and reflect upon past successes and failures in marketing decisions.

Traditionally, researchers were responsible for designing and crafting high-quality research and providing relevant information support, while marketing decisions were made by the managers. However, in modern fast-moving organisations, distinction between these roles has become blurred. Researchers are becoming more aware of decision making; conversely,

5 Chapter 1 Introduction to marketing research and insight

Figure 1.1

marketing managers are becoming more aware of research and the use of an eclectic array of data sources that can support their decision making. This trend can be attributed to better training of marketing managers and advances in technology; the advances in technology are a theme that we will discuss in more detail throughout the text. There has also been a shift in the nature and scope of marketing research. Increasingly marketing research is being undertaken not only on an ongoing basis but on a ‘real-time’ basis, rather than a traditional notion of research being in response to specific marketing problems or opportunities.7 Major shifts are occurring in the marketing research industry that are impacting upon the perceived nature and value of marketing research. The nature of these shifts and their impact upon new approaches to marketing research will be addressed later in this chapter. The current and developing role of marketing research is recognised in its definition.

Marketing research in context

While the term ‘marketing research’ is relatively recent, the concepts that underlie it are not new. As long as the opinions of the public have mattered, and traders have had a need to improve their sales, some form of research has been undertaken. The bustling markets of ancient Rome have been characterised as a market economy, with traders seeking competitive advantage while dealing with suppliers, farmers and craftsmen in distant lands. As today, information on the prices consumers were willing to pay for certain products was valuable to traders and considerable effort was spent on gathering and exchanging such information.8 Even many modern research techniques have origins far into the past. The Domesday Book, a research project completed in 1086 for the English King William the Conqueror, contained details of land holdings in England and Wales. Perhaps Europe’s oldest and most valuable statistical document, the original, and less ominous, name of the book was descriptio – the Latin word for ‘survey’.

Examples of modern research techniques can be found in the use of opinion polls in the USA in the 1820s. Questionnaires were being used widely to gauge consumer opinion of advertising as early as the 1890s.9 Use of market research began to become widespread from 1910–20 and it is generally accepted that the marketing research industry was well embedded in commercial life by the 1930s.10 Thus, when professional associations such as ESOMAR or the UK’s market research society (MRS) were established in the late 1940s, it didn’t represent the beginning of marketing research but rather the capstone on a longer period of development.

The important point here is that marketing research has been a well-established part of commercial life for more than 100 years. It has successfully navigated the huge social, political and economic changes facing the world over this period and has continued to prosper. From television to the internet, marketing research has adapted to each new set of technologies, while the key focus on producing high-quality actionable research, and doing so with integrity, has remained.

Definition of marketing research

You might ask why we need a definition of marketing research – isn’t it obvious? The challenge is that when many managers think about marketing research, they focus on the data collection aspects of research. This ignores the importance of a wider research process and doesn’t tell us how marketing research might differ from other marketing activities. To understand these issues we can review two common definitions of marketing research. You might note that the first definition uses the term ‘market research’, while the second talks about ‘marketing research’; we will come back to this point later in this section. The first is from

6 Marketing Research

Another random document with no related content on Scribd:

Weighting a Metal Base

Molten Lead as Poured In around Screws Fastened to the Base

Having to weight a shallow metal base to support a 4-ft. brass tube, I found that the easiest way was to fasten four screws on the base with nuts, as shown in the illustration, and pour in lead. The screws were taken out in polishing the base.—James M. Kane, Doylestown, Pa.

¶In toasting bread over a camp fire, it is best to cover the fire with a tin pan.

Trunk Bookcase for Convenient Shipment A Small Library may be Shipped Handily in This Bookcase

Mechanics, engineers, and other persons are sometimes engaged in work which keeps them at the same locality only a few months. Those who desire to carry with them a small library will find the trunk bookcase, as shown, convenient. It may be shipped as a trunk, and used as a bookcase in one’s hotel or dwelling. Other articles than books may be packed in it. The outside dimensions when closed are 31 by 18 by 18 in., providing for three shelves. It may be made of ³⁄₄in. pine or whitewood, and stained, or covered with impregnated canvas. The outer corners are reinforced with metal corner plates, and suitable hardware is provided.—Lloyd C. Eddy, Jr., Buffalo, N. Y.

Bottle Carrier Made of Pipe Straps

Two metal pipe straps, fitted around the neck of a bottle and bolted together, form a convenient method of attaching a carrying handle to a large bottle. The handle proper is made by fixing a grip in a bail of wire similar to that on a bucket.

A Developing or Etching-Tray Rocker

An appliance that saves time for the worker in a photographic dark room is a tray rocker, made as follows: Fasten a bracket of strap iron, into which are riveted the pointed ends of two spikes, to the under side of a board, as shown in the detail sketch. Support this further with a double angle fastened at the end of the board. Fix a small can, weighted with lead, on the end of an iron rod, adjusted to a suitable curve, and fasten the rod to the bracket. The weighted end should extend under the edge of the table, as shown, and be balanced so that it will rock the board and tray without tipping the latter toward the bracket. The nails pivot on metal pieces, to protect the table top.—L. L. Llewellyn, Piedmont, Calif.

Combination Laundry Tub and Dishwashing Sink

A saving of space and time was effected in a home kitchen by the use of a sink developed in a large kitchen. Two ordinary laundry tubs were installed with the faucets raised above the tubs, as shown. A sink of sheet zinc was fitted in the upper part of one tub; it has handles, and a strainer set in the bottom. The strainer is closed by a rubber stopper, and the sink becomes a dishpan. The sink is easily lifted out for cleaning, or for washing clothes. Another use for the sink, between meals, is for washing and preparing vegetables and

fruits. The second tub has a wire dish-draining rack, in which the china is rinsed and sterilized by hot water from the faucet.—Mrs. Avis Gordon Vestal, Chicago, Ill.

A Leather and Silk Bookmark

An artistic and useful bookmark was made from a silk ribbon passed through a buckle of leather, tooled with an inscription and a

A J G B W T L I B T M T G

conventional design. Ribbon of various sizes may be used, and the leather left plain if desired. The ends of the ribbon are fringed, as shown. Monograms make interesting and individual decorations for the leather portion.—Will Chapel, Manchester, Ia.

Emergency Oarlock of Rope

An oarlock that will give considerable service may be made by fixing a loop of rope to the gunwale of a boat at the proper position. This kink is useful in an emergency, such as when an oarlock is dropped overboard.

Planing Thin Sticks Held in Flooring Groove

Boys who make thin sticks for arrows, kites, etc., as well as the mechanic, can make good use of the following suggestion: The difficulty of handling thin strips while planing them may be overcome by setting the strip in the groove of a piece of flooring, clamped in a vise. A peg or nail is driven into the groove and acts as a stop for the end of the strip.

A Submarine Camera

by Charles I. Reid

Submarine photography should have great attractions for amateur photographers who have access to lakes, ponds, and other clear waters. While more careful work is demanded than in ordinary photography, the method of obtaining good results is not difficult, and the necessary equipment may be provided by constructing the device shown in the illustration. Submarine pictures can be taken in a considerable depth of water, providing it is reasonably free from foreign matter. This is a fascinating field of photography, and many pictures of educational and scientific value remain to be made of under-water life. The illustration shows the detailed construction of the camera chamber, and the method of suspending it from a bridge, or other place convenient to the body of water. Reproduced in the oval panel is a photograph of fish near baited hooks, on a fishline. The original was made from a negative exposed by the use of the camera chamber described.

The problem of making photographic exposures under water involves the provision of a strong water and pressure-proof container for the camera, a means for controlling the shutter, and a suitable opening in the container through which the exposures may be made. The arrangement described combines these features in a simple manner, and by the use of materials that can be obtained without difficulty. It was made for a camera taking 4 by 5-in. pictures, and the

dimensions given are for a container for this size. The dimensions may be varied to adapt the device to various cameras, within reasonable limits. A 9-in. steel pipe was used for the chamber, and its ends were fitted with pipe caps. A heavy piece of plate glass was fitted into the forward cap, which was cut into the shape of a ring, to provide the exposure opening. The general arrangement of the camera in the chamber is shown in the sectional view, Fig. 1, as seen from the shutter end. The electrical device, by which the shutter is controlled, is shown in this view, and in Fig. 2 it is shown in detail.

The chamber was made as follows: A section of 9-in. steel pipe was cut to a length of 11¹⁄₂ in. and threaded on the ends to fit pipe caps. The forward pipe cap was chucked up in a lathe and the center portion cut away, to provide an exposure opening and a shoulder at the rim, on which the plate-glass window rests. A graphite paint was applied to the rim, then the glass was bedded solidly in it, and a rubber gasket was fitted to the joint, making it waterproof when the cap was drawn up tightly. The chamber assembled and in detail is shown in the illustration.

Holes were bored into the top of the chamber, and eyebolts were fitted into them. Between the eyebolts a hole was bored and fitted with a water-tight collar, through which the wires leading to the shutter-control device pass. The chamber is supported by the wires, which are fixed to the eyebolts and secured at the base of operations by the photographer.

A support for the camera was provided by bending a strip of ¹⁄₈ by 1-in. band iron to the shape indicated in Fig. 1, at A, and riveting it to the bottom of the chamber. Its upper surface is flat and was bored and threaded to fit the tripod thumbscrew B, on the lower surface of the camera. The camera is arranged on the support and clamped into place firmly by the thumb nut, as it might be on a tripod. The adjustment of the camera in the chamber is done from the rear, and the space beneath the thumbscrew should be large enough to make access easy. A camera of the size indicated, when fitted with its lens centering on the center of the window, will be raised sufficiently for convenience in clamping it. The threads on the back cap must fit snugly and no paint must be used on them. Hard oil, or vaseline,

may be applied to insure a water-tight joint that permits easy removal of the cap.

The making and adjustment of the electrical shutter device requires care, but its operation is simple. An electromagnet, of the type used on doorbells, was fixed to the front of the camera, above the shutter, as shown in Fig. 1, and in detail in Fig. 2. It is actuated by current from two dry cells. The latter are kept in a convenient carrier at the base of operations, and are connected to the magnet by a single strand of double, waterproof wire. This is spread as it reaches the chamber and fastened to the two eyebolts in the top. The ends of the wires are conducted through the water-tight center opening between the eyebolts, and attached to the magnet. The release lever is fitted to a steel hook, pivoted at its upper end with a small nail, C, Fig. 2. A rubber band is fixed to the lower edge of the shutter lever and its other end is attached to the front of the camera. When the current is permitted to flow into the magnet by pressing a contact key, in the hand of the operator, the steel hook is drawn from the release lever, and the rubber band draws the lever down, making an exposure.

The double-wire cable carries the current as well as holds the chamber suspended in the water. The wire should be about 25 ft. long, and, in transporting the outfit, or when only partly used, is coiled. The chamber should be completed for picture-taking operations by giving it a coat of dull, black waterproof paint, both inside and outside. This will prevent rusting and also serves to make the object inconspicuous when in the water. It is important that the interior be painted in this manner, because reflections of light within the chamber may cause difficulty in obtaining satisfactory results. When the paint is thoroughly dry, the device may be tested for leakage and assembled ready for a test before making an actual trial in the water. The camera is fitted into the chamber so that it centers on the center of the plate-glass window, and is clamped into place. If the electrical device operates satisfactorily the plate may be inserted, the plate-holder slide withdrawn, the back cap replaced securely, and the outfit lowered into the water. It should be watched carefully until it reaches the proper depth, for, if it is permitted to touch the bottom, the sediment stirred up must be given time to settle before

an exposure is made. The forward end of the chamber should be marked on its upper edge with a streak of white paint, to aid in identifying it at considerable depth in the water. This is important, since the operator must shift the chamber carefully until the window faces the objects to be photographed. When the chamber is in position, the contact key is pressed and the exposure is made.

The time of exposure for under-water photography depends on the clearness of the water, the depth at which the pictures are to be taken, and the light conditions on the surface. A bright day is, of course, desirable for this class of photography A safe approximation on a sunny day, in clear water, and with the chamber lowered to a depth of 20 ft., is ¹⁄₂₅ sec. at the F 8 stop. The fastest plates or films obtainable should be used for this work, making possible a fairly rapid shutter speed. This tends to overcome the movement of the subject and possible movement of the camera.

The camera should be focused while in the chamber in order that the plate glass may not disturb the focus. The glass usually changes the focal length of the lens slightly, hence this precaution must be taken. The camera should be focused in the chamber for a distance of 10 ft., as this is the average at which under-water photographs will be taken ordinarily.

When attempting under-water photography in cloudy waters, or at a considerable depth, the necessary illumination may be provided by a charge of flash-light powder. For this purpose another submarine chamber, similar to that used for the camera, should be provided, with a plate glass, ¹⁄₂ in. thick, and a valve fitted into the top of the chamber, and opening outward, so that the gas may escape. Fifteen grains of powder will suffice, and this should be set off by a small electrical fuse connected to the current supply

F. 2

Photographing Subjects under Water Is a Fascinating Diversion, and Each Exposure Has an Element of Mystery in the Uncertainty of the Result The Photograph Reproduced in the Oval was Taken with the Outfit Shown. The Construction of the Chamber is Shown at the Middle. Fig. 1 Shows a Sectional Interior View, and Fig. 2, a Detail of the Electrical Shutter Release

Every pond, lake, and river abounds in interesting and instructive subjects for submarine photography. Along the coast of Florida, and at many points along the Pacific coast, are waters of such clearness that pictures may be taken at a depth of nearly a hundred feet, without the use of artificial illumination. These localities abound in objects under water of great interest, such as shipwrecks. The fascinating art of taking pictures under water does not make it necessary for one to go to these places, for subjects are easily available. Whenever the submarine chamber is raised from the water there is an element of mystery involved, regarding what may be recorded on the plate or film, and this is an attractive feature of the diversion.

F 1